Just as technology has increased the borders of our markets, it has also increased competition for the best and brightest employees. Employees today seek to work for a company and leaders with whom they feel proud to be associated and…
Just as technology has increased the borders of our markets, it has also increased competition for the best and brightest employees. Employees today seek to work for a company and leaders with whom they feel proud to be associated and…
In today’s workforce the talent pool of technically competent people fluctuates. While everyone still competes to hire people with strong technical skills, it is becoming increasingly clear that performance is a function of both technical skill and behaviour capacity. Furthermore,…
A relatively new phenomenon in today’s workforce in all developed counties is the presence of five generations of people – silent or traditional (born before 1946), baby boomers, (born approximately between 1946 and 1964), generation X (born approximately between 1965…
Sometimes you cannot articulate why you like or dislike someone’s behaviour, because often your internal preferences are unconscious. Behaviour preference or style, aka social/communication style, has been around for decades. Basically, everyone falls into one of four styles, frequently set…
As a human you are a complex manufacturing plant for electro-magnetic neuro-chemical energy. Positive emotions exist in positive energy. Your energy is basically your thoughts and feelings which manifest into the physical world as behaviour. Learning and developing your skill…
Many organizations are at a loss when it comes to building culture. CEOs are quick to put their top leaders into a room for a couple of days, even a couple of weeks, and expect a culture change. As an…
Many leaders are unaware of the needs and concerns of their workforce. Unmet needs produce strong negative feelings and resentment. These employees become complainers, cynics, and faultfinders. They resist change, and they disengage from the culture and all initiatives. They…
Influential leaders are leaders (with or without a formal title or role) who possess the mind and behaviour habits that create positive and energized emotions within themselves and around them. They are emotionally aware leaders, and they actively seek information…
Authenticity, humility, honesty, and courage are hallmark leadership traits that research has attributed to a leader’s emotional awareness. In today’s knowledge economy in which the majority of your workforce is made up of knowledge workers – those people whose jobs…
Influential leaders are highly practiced with the skill of ‘Positive Presence’ and it places them in a position to model emotionally balanced behaviour. More important, it enables them to be responsive to others’ needs, which is a primary contributor to…